1

The Transformation

JourneyAgile transformations look different across

organizations but they share a common goal : a desire to deliver

more value.

By Avinash Bais

&Sahil Potdar

09 July 2016

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Agenda

Adoption vs. TransformationWhat Does it Mean to be “Agile”? Expectation Vs. RealitySuccess Practices Elements of Development “Ecosystem”What we change and what we don’tKey barriers to agile transformationCase - we experienced and we suggested

Adoption Phases and Baseline Story

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Adoption vs.

Transformation

Agile Adoption is about, what we do… practices, tools, ceremonies etc.

Agile Transformation is about, who we are… it reflects in the organization structure and culture, and impacts the people.

For long term success, Both Transformation and Adoption are essential.

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What Does it Mean to

be “Agile”? Wron

g Being Agile means taking a disciplined approach to decision making in order to make the best possible decisions with

the information known at the time.

Being “Agile” simply means Reacting quickly to every little issue that

arises, right?

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Expectation

vs Reality

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Success Practices

Project Management

Business / Product

Management

Team Practices

Technical Practices

Project Vision Customer Representative

in the Team

Standup meetings

Pair Programming

Stakeholder Roles

Agile Requirement

Analysis

Iteration / Sprint Planning

Collective code Ownership

Project & Release

Management

Requirement Definition

Cross functional Team

Test Driven Development

Information Radiator

Requirement Prioritization

Collaborative workshops

Automated Testing

Project Management Deliverables

Minimum sub-set of

Requirements

Team Deliveries Continuous Integration and

BuildTeam

RetrospectiveSimple

Architecture and Design

Team Rewards Refactoring09 July 2016

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Elements of

Development

“Ecosystem”

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What we change ?

What we don’t change ?

Organization StructureRoles and Responsibilities Process

Tools

Mindset ValuesBeliefCustoms Behavior

Traditions

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Key barriers

to agile

transformation

Requires role changesRequires structural

changes Requires cultural shift Requires governance

changesHuman resource policies Complex product

organizationsUneven portfolio

investment

Project based organizations

Local optimizationPractices over principles Need for certainty Value vs. ValuableNeglecting distributed

teams Forgetting to celebrate

successes

A n ex p e r i e n c e d A g i l e P ra c ti ti o n e r can h e l p a n o rga n i za ti o n avo i d m i s s t e p s 09 July 2016

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Case 1-

We experienced

Horizontal and Vertical reporting structure.

Frequent change Priority Scope Resource

Allocating Sprint and non sprint work leading to delay in delivery

No communication on Plans (Release, major milestones, etc)

Different practices within project

Release time = Hardening timeline

No Ownership of responsibilities

Not Reviewing the learning. No Grooming Overall No Transparency Half Yearly Release Progress Tracking on AC’s

not on Stories My work and Your work

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Case 1-

We suggested

Try to work with Co-located team

Avoid movement of Resources

Bring Transparency in planes

Trust team about work Communicate all stuff Mindset shift Reporting structure shift

From Component level estimation to velocity

All document first to evolving requirement

No Ac tracking, story tracking

Size Stories Properly Remove some fields from

JIRA (Todo-progress-done) Estimate the work

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Case 2 –

We Experience

d

No BA deliverables, including User Stories or Acceptance Criteria, leading to Scope Creep

No Sprint plans or Release Plan

No requirements traceability or prioritization, only high level Use Cases

No defined Product Backlog

No Scrum ceremonies/events

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Case 2 – We Suggested

Scrum Master role introduced, defined Release scope and iteration plan for one team

Introduced Scrum ceremonies (daily standups), and artifacts (Jira for sprint planning and

Burndown metrics)

Provided walkthrough to stakeholders for Agile concepts

and Jira

Started using Jira for Product backlog, sprint

backlog, grooming.

Introduced Acceptance

Criteria

Challenges:1. Team structure – multiple applications,

smaller teams, no L3, Config managers. Cross-functionality is not achieved.

2. UX and SIT are separate teams, so Pipeline Iteration structure suggested. ((BA Dev+CIT SIT)

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Paradigm Shift

Tries to be predictable

Fixes Time, Price and Scope

Measures Project Success by

conformance to the plan

Values methodology and processes more

than people

Resists requirements and development process changes

Considers system specification as the

generated documentation

Accepts that complete predictability is

impossible to achieve

Fixes Time, Price but not Scope

Success is measured by the Value to customer

Values people more than process, hence

accepts process rather than imposing one

Adapts to requirements and development process changes

Considers system specification as the

developed code

The ‘Waterfall Mindset’

The ‘Ágile Mindset’

Agile Transformati

on

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Adoption Phases

Start Small And / Or Simple

Agile Enterpriseover Time

Non-Agile Enterprise Exploration Process Definition Strategic Alignment Transformation

Baseline story is

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1609 July 2016

And That’s how we

have Started…